Part 1 of this series introduced Saba Software, a public provider of the Saba People Cloud, which constitutes a new class of business-critical software that combines enterprise learning management, talent management, and social and real-time collaboration technologies. My post first described the vendor’s slew of industry rewards and accolades at the recent 2011 Enterprise 2.0 conference in Boston and related events.
Then, the post discussed the need for the “People Cloud” that transforms people-driven enterprises and analyzed a number of social software use case scenarios. The blog post ended with a description of Saba’s current state of affairs. Part 2 analyzed the individual modules of the Saba People Cloud Applications.
This final part will analyze the underlying product architecture that enables the rich functionality of the Saba People Cloud Applications described in Part 2.
Part 1 of this series introduced SuccessFactors, a public provider of software as a service (SaaS) talent management solutions. The article first analyzed the vendor’s evolution from its traditional People Performance realm to the seemingly more opportune Business Execution (BizX) province.
Then the article talked about SuccessFactors’ diverse product editions (tailored to satisfy companies of all sizes) and detailed the two core modules of the SuccessFactors BizX suite of applications: Performance Management and Goal Management. These two modules serve as the foundation for the BizX application suite, since visibility into employee performance and organizational goals form the necessary basis for other talent management activities.
Part 2 then analyzed additional BizX modules (i.e., recruiting, learning & development, compensation, and succession planning), some nice-to-have capabilities, and the most recent developments, such as the 2010 tuck-in acquisitions of Inform, CubeTree, and YouCalc.
Being a human resources (HR) and customer relationship management (CRM) analyst is definitely a privilege. I get to follow the trends from these two different business areas, which (incidentally) have many things in common: employees are a company’s internal customers, recruiting is campaign management for the workforce, privacy data about customers and employees is equally sensitive, etc. Read the rest of this entry »
Part 1 of this blog series introduced and analyzed some mixed feelings and doubts that we might still have about the noble concepts of talent management and human capital management (HCM), while Part 2 provided some definitions of these two software categories’ respective scopes.
No Laughing Matter, Indeed
The discussion so far has ascertained that talent management, as a strategy, requires both appropriate systems and an organizational commitment to attract, acquire, manage, and measure the talent needed to achieve a company’s business objectives. Without the alignment of business and talent management systems and processes, and without closing the gap between workforce strategy and execution, companies will sub-optimize their benefits and put their goals at risk.
Going hand in hand with strategic alignment is another significant trend in recent years, which is the recognition that automating transactions in silos (within only, e.g., recruitment, performance, compensation, succession) is not helping the human resources (HR) department. It is indeed difficult to expect any strategic alignment between business and the talent roster with fragmented data, applications, and talent pools, where data is often lost, and there is consequently no single view (or single version of truth). Read the rest of this entry »
Part 1 of this blog post introduced some mixed feelings and doubts that we might still have about the noble concepts of talent management and human capital management (HCM). This skepticism lingers in spite of the many indicators of the usefulness of these concepts in mitigating some imminent global workforce challenges, which were outlined in Part 1.
Accommodating “Generation Y”
Let us not forget about the looming demographic shifts, given that the baby boomers are on their way out. One group that has been receiving a lot of attention is the so-called Generation Y: the group mostly in their 20s that has recently entered or is about to enter the workforce. These dudes and dudettes haven’t just adopted the use of the Internet – they have grown up with it, and they rely (live and breathe) on it.
A key characteristic of basically all Gen Y candidates today (which might belong to earlier generations, like the Gen X) is that they are keen consumers of Internet technology. They are accustomed to using websites such as Amazon.com, Google, Facebook, Ask, LinkedIn, Twitter, Travelocity, and eBay (to name but a few), often on a daily basis, to buy what they want, go where they want, stay in touch with their friends and family, get their work done, and do it all and more with ease. Read the rest of this entry »
Sure, by now most of us have heard about the importance of strategically managing talent and human capital, but how many of us are convinced that companies truly buy into those lofty concepts in droves? Some of us will even have read McKinsey’s now classic study from the late 1990 that coined the term “the war for talent.”
In other words, now in the new millennium, we find ourselves in the talent age. The article’s authors claimed that in an environment where competition has become global and capital is abundant (well, at least it was 10 years ago, well before the recent collapse of banking investment giants, and the US and German government interventions), “…all that matters is talent. Talent wins.” Read the rest of this entry »